Human Resource Frame: The US Army
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After giving a brief description of the United States Army - apply the Human Resources Frame to the organization, analyzing the effectiveness of two or three human resources/ human relations characteristics you have identified.
-Briefly describe The United States Army, what it does, size (number of employees, annual revenue, relative market share, etc.);
-Choose 2 or 3 human resources activities within your organization (e.g., recruitment, evaluation, development, training, etc.); and
-Using Bolman and Deal's Human Resources Frame as a lens, discuss the relative effectiveness of the human resources characteristics you have selected. If you were CEO of your company, what (if anything) might you do differently? Why would you make the changes you suggest?
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Solution Summary
This posting applies The Human Resource Frame to the US Army and an example company.
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The United States Army has the objective of being deployed, fighting, and being victorious in wars by providing organized, speedy, and unrelenting land dominance by the United States across all types of conflict in which the United States is involved. According to 2021 figures, the US Army has 1,005,725 uniformed personnel and 4,406 crewed aircraft. The 2023 presidential budget request has $177.5 billion for the Army. This represents the expected funds that the Army may get.
Evaluation in the Army
Two human resource activities selected in the US Army are evaluation and training. Using Bolman and Deal's Human Resources Frame as a lens(a), the relative effectiveness of the human resource characteristics I have selected is medium or mixed. The first human resource characteristic I have chosen is the performance evaluation in the US Army. The system is a forced distribution performance appraisal system. The system puts a ceiling on the number of above-average evaluations army raters can give to their subordinates. Job performance is only one of the factors used in the evaluation. These include the span of control of the rater, the frequency at which individuals change raters, the ceiling on the number of top evaluations a rater can give, and the behavior of the rater. The evaluation used by the army is such that it requires the rater to compel the ratings into a bell-shaped curve. Usually, the Army rater is required to place each Army employee into one of the three categories such as poor, good, or excellent. In many cases more than three categories are used.
From the perspective of the Bolman and Deal Human Resources Frame, The leaders or the Army superiors must emphasize the importance of people. Forcing people into pre-determined categories is not desirable. Army Leaders must use coaching, participation, ...
Education
- MBA, Indian Institute of Social Welfare and Business Management
- BSc, University of Calcutta
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